Since the health crisis, remote working has become a lasting reality. The debate is no longer limited to ‘all office’ or ‘all remote’: the hybrid model is now the norm. But its success depends on how it is implemented: if poorly organised, it can generate as much pressure as it does benefits.
What are the benefits of hybrid teleworking?
Research shows that hybrid working improves productivity and work-life balance:
- According to the Cisco Global Hybrid Work Study (2025), 73% of employees report improved productivity, an average of +19%, or approximately 7.6 hours gained per week (Cisco, 2025).
- According to Gallup (2024), 76% of hybrid employees cite a better work-life balance as a major benefit (Gallup, 2024).
- The Australian Productivity Commission (2025) notes a reduction in commuting time, increased decision-making autonomy and fewer absences due to illness (Productivity Commission, 2025).
In summary: hybrid working does not always exceed full-time office working in terms of gross productivity, but it offers significant benefits for well-being and engagement.
What are the limitations of full-time remote working?
Full-time remote working quickly reveals its limitations:
- A survey conducted in London highlights that satisfaction levels plateau when remote working becomes too frequent, due to a lack of feedback and meaning (Gallup, 2023).
- Gallup (2024) shows that 42% of hybrid employees say they ‘thrive’, compared to 36% of employees who work 100% remotely.
- Le Monde (2023) estimates that full remote working leads to a 10-20% loss in productivity compared to a hybrid model (Le Monde, 2023).
The hybrid model is therefore seen as the optimal balance, whereas ‘fully remote’ working undermines cohesion and mental health.
What are the risks if hybrid working is poorly managed?
Poorly calibrated hybrid working can create new constraints:
- Unnecessary meetings: one third of hybrid meetings are considered superfluous (Harvard Business Review, 2024).
- Performative productivity: value is sometimes measured by visibility (presence, availability) rather than results (TechRadar, 2025).
- Less creativity: some innovations arise from informal exchanges, which are difficult to replicate remotely (Productivity Commission, 2025; Bloom, 2024).
- Weakened transmission: reduced mentoring and integration, ‘tribalisation’ of teams (WSJ, 2025; Wired, 2024).
- Slower coordination: the ‘hybrid coordination tax’ slows down projects when presences are not aligned (WSJ, 2025).
Hybrid working is a strength, but only if its organisation avoids these pitfalls.
Which tasks are best suited to hybrid or face-to-face working ?
Research clearly distinguishes between activities according to context:
- Effective when working remotely: writing, analysis, administrative follow-up, reporting (Cisco, 2025; Prodoscore, 2025).
- Beneficial in person: innovation, brainstorming, mentoring, training, creative activities or activities requiring a high level of coordination (Productivity Commission, 2025; Bloom, 2024).
What are the best practices for successful hybrid organisation?
To maximise the benefits of hybrid working, several key levers are emerging:
- Set a clear framework: two days of remote working per week appears to be the optimal rhythm (Bloom, 2024).
- Preserve the quality of exchanges: limit ‘symbolic’ meetings and focus face-to-face time on useful collaboration.
- Encourage informal time: allow space for spontaneous exchanges, which are a source of creativity and cohesion.
- Train managers: they play a central role in balancing performance, listening and well-being.
- Adapt according to activities: creative and training activities in person, analytical and administrative activities remotely.
Hybrid working is a real opportunity to balance performance and well-being, provided it is rigorously managed.
The key lies in support: giving managers and employees the guidance they need to use each modality to their advantage, as well as the know-how to adapt best practices to the specific contexts of each company.
At C2D Prévention, we help companies set up hybrid organisations tailored to their reality, transforming hybrid working into a strategic lever for collective performance, wellbeing and sustainable innovation.
Discover our services to find out more about our flexible support.
- Hybrid teleworking improves productivity (+19% according to Cisco, 2025) and work-life balance.
- Employees prefer hybrid working to either full-time office work or full-time remote working (Gallup, 2024).
- Working entirely from home weakens team cohesion and reduces productivity (Le Monde, 2024).
- The risks of poorly managed hybrid working: unnecessary meetings, loss of creativity, slower coordination.
- Best practices: clear framework (2 days/week), limit meetings, encourage informal exchanges, adapt according to the task.
What is the ideal pace for hybrid remote working?
Studies show that 2 days of remote working per week offer a good balance between autonomy and cohesion.
What are the main benefits of the hybrid model?
Increased productivity, reduced stress, better work-life balance, fewer absences.
What are the risks of poorly managed hybrid working?
Excessive meetings, loss of creativity, isolation, slower coordination.
Which tasks are more effective when working remotely?
Tasks that require concentration (writing, analysis, administrative follow-up).
And which ones require face-to-face interaction?
Creative, training and collective innovation activities.
Bloom, N. (2024, juin). Hybrid work is a win-win-win for companies, workers. Stanford News. https://news.stanford.edu/stories/2024/06/hybrid-work-is-a-win-win-win-for-companies-workers
Cisco. (2025). Global Hybrid Work Study. Cisco Newsroom. https://newsroom.cisco.com/c/dam/r/newsroom/pdfs/Cisco-Hybrid-Work-Study.pdf
Gallup. (2023). The remote work paradox: Engaged but distressed. Gallup Workplace. https://www.gallup.com/workplace/660236/remote-work-paradox-engaged-distressed.aspx
Gallup. (2024). Employee wellbeing hinges on management, not work mode. Gallup Workplace. https://www.gallup.com/workplace/648500/employee-wellbeing-hinges-management-not-work-mode.aspx
Harvard Business Review. (2024, juin). Hybrid work has changed meetings forever. HBR. https://hbr.org/2024/06/hybrid-work-has-changed-meetings-forever
Le Monde. (2023, décembre). L’impact variable du télétravail sur la productivité. Le Monde Économie. https://www.lemonde.fr/economie/article/2020/12/28/l-impact-variable-du-teletravail-sur-la-productivite_6064652_3234.html
Prodoscore. (2025). Studies show hybrid work models are winning. Prodoscore. https://www.prodoscore.com/blog/studies-show-hybrid-work-models-are-winning/
Productivity Commission. (2025, mai). Backs hybrid work from home model. News.com.au. https://www.news.com.au/finance/work/at-work/productivity-commission-backs-hybrid-work-from-home-model/news-story/f6e23003ef79b6a5dba51d8f9c6b6a96
TechRadar. (2025, avril). From presence to purpose in the hybrid era. TechRadar Pro. https://www.techradar.com/pro/from-presence-to-purpose-in-the-hybrid-era
The Wall Street Journal. (2025). The hybrid coordination tax. WSJ. (accès restreint)
Wired. (2024). The hidden costs of hybrid work. Wired Magazine.